Practice profileHospitality turnarounds  ·  Fit-out operationsThe BC Group
The practice

A practice built on running the operation, not reporting on it

Two sectors, hospitality and fit-out, and one way of working: assess the operation first, then advise on it or run it directly until the numbers recover.

A  /  RecordBy sector
HospitalityAdvisory clients since 2019
17
Restaurants worked with
300+
Staff across those sites
R4m
Smallest client turnover, rand a year
R60m
Largest client turnover, rand a year
Fit-outRun as operations director and founder, Dubai
29
Villa and apartment fit-outs delivered
12+
Sites running at once
160
Labour directed
18+
Subcontractors in parallel
B  /  Signs you need help  ·  Hospitality

Which of these do you recognise in your restaurant?

Choose the sector, then select any signs that apply. They show where the assessment would look first.

Where the work starts0 of 9
Spend0
Stock and cash controls0
Team0
Suppliers0

Nothing selected yet. Each sign points to one of the four hospitality fixes in section C.

C  /  What gets fixed  ·  Hospitality

Four fixes, mapped to where they act in a restaurant

Goods come inOne restaurant, one day of tradingMoney is kept
1 Suppliers What comes in
2 Stock room What is held
3 Kitchen What is made
4 Floor What is served
5 Till What is taken
6 Bank What is kept
Running costs underneath it allRent · Energy · Upkeep · Soft services
01

Spend

Reshaping spend so the site makes a profit at the turnover it has.

Energy-efficiency measures have saved 15 to 35 percent across projects.
Energy saved, range across projects
015%35%50%
What I look at
Every recurring cost, set against turnover
Energy use across kitchen and refrigeration equipment
Upkeep and soft-service contracts
What changes
Spend reshaped line by line
LED lighting, timer switches and solar geysers
Air curtains on refrigeration and lower-draw kitchen equipment
Where the two sectors cross overSame discipline, applied separately in each sector
Cost controlSpend in a restaurant. Budgets on a project.
Suppliers and contractorsContracts renegotiated. Under-performers replaced.
PeopleTeams on a roster. Crews on a programme.
SystemsControls and written procedures the team keeps running.
D  /  Steps and packages  ·  Hospitality

Four steps first. The package is chosen at the last one.

01

Onboarding call

A first conversation about the restaurant, what has changed and what you want fixed.

What we cover
The business, its sites and its turnover
What has changed, and when
Which reports and system access the assessment needs
What you get
A list of the information to send
Agreement on what the assessment covers

The three packages

Chosen at step 4
Initial consulting fee, then analysis fee, then a per-project package price
Package 01My involvement
Advise

A fix plan built from the report, carried out by your own team.

A step-by-step plan for each gap in the report
Check-ins as the plan goes in
Your team makes the changes
SuitsOwners with a capable manager on site.
Package 02My involvement
Fix

I put specific fixes in myself, in the areas the report points to.

Stock and cash controls set up and tested
Front and back of house trained on the new routines
Handed back once the fix holds
SuitsOne or two clear problem areas.
Package 03My involvement
Run

I run the operation directly until the numbers recover, then hand it back.

On site with the owner, running the operation
All four fixes go in while the site keeps trading
Ends when the numbers have recovered and the results hold
SuitsA site that is losing money now.
Add-on to any packageDelivery margin reviewCommissions and deductions on the delivery apps checked against your orders. You get a dispute pack to submit from your own account.
E  /  Engagements

Two sectors, and the work that spans both

Sector one

Hospitality turnarounds

Restaurants and pubs that are losing money or have stopped growing. A full operational revamp: systems, stock and cost control, spend, hiring and performance.

What it covers
Stock control and daily reconciliation
Portion control and prep loss
Food cost and plate cost
Cash flow and payroll
Front and back of house training
Supplier contracts
Health and safety and hygiene compliance
17
restaurants worked with
300+
staff across those sites
R4m to R60m
client annual turnover
Restaurants I ran as General Manager or owner
Fisherman's Kitchen, two branches Black Panther Pizza Mezza Fisherman's Express
F  /  Where the method comes from

Fourteen years of running the work itself

Hospitality, Johannesburg Property and fit-out, Dubai
2012Floor Manager, Pizza MezzaJohannesburg. Where it started.
2015General Manager, restaurant groupFisherman's Kitchen, Pizza Mezza and later Black Panther. Four sites, 89 staff.
2018Owner, Fisherman's ExpressA franchise store of my own, run on site and remotely.
2019The practice is founded17 restaurants and 300+ staff since. Also built a 15-bike delivery fleet.
2023Operations Manager, Integrity RealtyThe move to Dubai. A team of 14+ and 40+ deals.
2024Operations Director, O3 RenovationsVilla and apartment renovations across Dubai's communities.
2025Founder, TK Renovations13 villa and 16 apartment fit-outs across both renovation companies.
Systems I have run
Micros point of saleGAAP point of saleQuickBooksZoho BooksAsanaMicrosoft ProjectDocuSign
Systems I have built
Quantum POS, my own point-of-sale system  →CRM and project platform for a fit-out contractorWritten operating procedures
The assessment reads whatever point-of-sale system you already run. Quantum POS is optional.
G  /  Questions

What owners ask first

Either. It depends on the package chosen after the analysis report: I advise while your team does the work, I put specific fixes in myself, or I run the operation directly until the numbers recover.

Because the right package depends on what the numbers show. The onboarding call, the assessment and the analysis report come first, and the package is chosen with the findings in front of you.

Two: hospitality and fit-out. They are run as separate engagements, each with its own method, because I have run the work myself in both.

In three parts. There is an initial consulting fee, then an analysis fee for the assessment and the report. The package itself is priced per project at step four, for the scope chosen.

Hospitality clients have had annual turnovers from ZAR 4 million to ZAR 60 million. The fit-out projects I have run were worth AED 250,000 to AED 1.2 million each.

With an onboarding call. Engagements are taken by referral, so message me on LinkedIn and say who referred you.

Brandon Cassingena
Brandon Cassingena
Founder and Operations Consultant
General Manager across four restaurant sites in Johannesburg, then operations director and founder in Dubai fit-out.
H  /  Get in touch

It starts with an onboarding call

Message me on LinkedIn to arrange it. Tell me the sector, the size of the business and what has changed. If someone referred you, say who.

Message me on LinkedIn Priced per project. Taken by referral.